Abstract
The purpose of this paper is to discuss the central role of knowledge transfer for high reliability organisations (HROs) and to present new empirically based findings in this context. An explorative approach is used to investigate how HROs deal with the transfer of operational knowledge. Twenty-eight expert interviews with members of five different HROs were conducted and analysed by means of a qualitative data analysis. The conceptual framework presents intraorganisational knowledge transfer in a cyclical way, defining operational knowledge as particularly relevant for HROs. Four influencing factors are highlighted in this context. Informal forms of knowledge transfer turn out to be particularly relevant for HROs, despite their hierarchical structures. Although previous contributions investigate the management of knowledge and its transfer in a broad sense, this paper specifically addresses HROs as a research subject, analysing the transfer of operationally relevant knowledge in several HROs on an empirically substantiated basis.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
